Traverse the distance to independenceAnnual Report 2020-2021

Our Mission

We maximize our clients’ ability to live independently by providing support services for adults with a physical disability or brain injury.

Board of Directors 2020-2021Stephen Gross, President

Dr. Nicole Didyk, Vice-President

Gayle Asselstine, CPA, CMA, Secretary-Treasurer

Zack Enriquez

Adrienne Farrell

Len MacIvor

Margaret Penner

Deb Randall

Jamie Westover

Management TeamToby Harris, CEO

Aaron Willmott, Director Client Services

Alyssa Nelson, Manager Human Resources

Jim Izzard, Manager Transitional Living

Sabrina Jesso, Manager Residential Services

Karen Liphard, Manager Community Services

Brenden Bellai, CPA, CA, Senior Manager, RLB Chartered Professional Accountants, Traverse Financial Controller

Programs

Supportive Housing for adults with physical disabilities• Union Lane, Kitchener• Strasburg Road, Kitchener

ABI Transitional Living• Stanley Avenue, Kitchener• Gordon Street, Fergus

ABI Group Home• Tagge Street, Kitchener

ABI Adult Day Program• Opportunity Centre and Beginnings,

Westheights Drive, KitchenerABI Outreach Services

• Waterloo Region• Wellington County

ABIAffordableHousing• Bowman Street, Waterloo

Message from the CEOWell, I must say, it has been one hummer of a year. Not only have wetraversedthroughtheminefieldof COVID-19, but we have done it by following every ounce of advice, guidelines, and preventive measures wecouldfind,eitherpublishedorthrough our amazing partnerships in the community and around the province. Our membership in the local Ontario Health Teams in Cambridge and North Dumfries, Guelph-Wellington, and KW4, wheresupportwasquicklyofferedwhenwe were in need, was instrumental in

our success as we battled COVID over the past year.

Despite the raging pandemic and all that was expected to stay healthy and keep ourstaffandclientssafe,wemanagedto expand our board expertise and vision by bringing on two new members after two long-time members retired. These new members have brought new insight and a fresh set of eyes to the board work of strategic planning, supporting our mission and our vision, and overseeing our properties.

Some of our programs and services moved toavirtualplatformandstaffworkedtirelessly to connect with our clients in thecommunityasdidourfront-linestaffin the residential programs who worked extra shifts, long hours, and endless days to keep our clients supported and independent. We stayed the course and, tothecreditofstaff,ourexposuretoCOVIDforbothstaffandclientswasminimal. We had a few dicey moments, but our excellent infection prevention and control measures (IPAC) and our personal

protective equipment ensured the impact was minimal.

Diversity and Black Lives Matter became a daily, weekly, and monthly topic as we worked to start the journey of understanding, talking and moving forward. Employees attended diversity training as did the board of directors. Traverse made a commitment to consider diversity in all that we do and to keep the conversation going.

As well, a new model of service called “ABI in the Streets” was proposed to the mental health and addictions providers across our catchment area and was widely endorsed as a concept for the future. Thisservicewouldpairouroutreachstaffwithmentalhealthandaddictionsstafftoofferthedisenfranchised,vulnerable,andhomeless populations in our community brain injury support. It is widely known that folks with mental health and addictions commonly have a brain injury as well, but it often goes undiagnosed due to other underlying disabilities.

Several capital projects were undertaken and completed, such as the installation of sprinklers at our Stanley Avenue propertyandafire-retardant range hood in our day program kitchen. Smaller improvements to properties were also undertaken to improve the enjoyment of the properties, such as the building of an outdoor gazebo and the improvement of our gardens, where clients, staff,andfamiliesworkedtogether to embellish the landscaping. We are looking forward to a year full of recovery, renewal and reconnections where things move back to some semblance of what we had prior to COVID, such as opening of the

day program, face to face visits between clientsandouroutreachstaffandafullstaffingcomplementforourresidentialprograms.

We would like to thank the employees, fromthestaffwhohavekepttheservicesflowingtotheincredibleschedulersandto those working at home to support our administrative processes.

The management team is to be commended, as this has been a stressful year full of unknowns and decision making without any precedent. They hit the ball out of the park time and time again and we have rounded many corners to stay afloat.

Finally, thank you to the families and caregivers who entrusted us to do the right thing and do the best we could to keep their loved ones safe. Now we look forward to the future and to the next chapter.

Toby Harris CEO

Message from the President of the Board Ithasbeenayearoffirststhatnoneof us could have possibly expected. The pandemic has called upon us all to learn new ways of working, supporting the people we serve and caring for our friends and families. As the board, we have been very impressed with the creativity, commitment and collaborative spiritdemonstratedbythestafftothemany challenges that we have had to face during this pandemic. On behalf of the board of directors, I want to thank youandcelebrateallyoureffortsto

respond to the endless changes and challenges, while continuing to provide excellent

support and care for the clients of Traverse.

The members of the board have been kept up to date on the work that hass beendonetokeepyouasstaffandclients safe. We want to thank all the staff,themanagersandseniorleadersfor their excellent work in responding to the issues brought on by the pandemic. In the midst of this public health crisis, Traverse has continued to provide quality and safe service and supports. I hope that you are proud of the work you have done; as a board we are certainly proud of all of you.

During this time, the board has continued the work of ensuring the mission of Traverse has been honoured and enhanced. As a board, we have worked hard over the past year to be engaged in the Ontario Health Team processes in KW4, Cambridge and North Dumfries, and Guelph Wellington. We have, along with the really hard work by our CEO Toby Harris, made sure that we are well represented in these three OHTs, ensuring

that Traverse will be an active participant in the work of these new OHT processes.

I want to thank the ongoing and new members of the board for their excellent work in overseeing the activities of Traverse. We have adapted to online meetings and continue to learn how to make those meetings engaging and effective.

In spite of the challenges of the last year, Traverse is in great shape as an organizationandasaneffectiveandimportant partner in the larger community. It is my honour to serve the organization and the board as the president. I am grateful to the board members for their commitment and support. I look forward to a bright future and the important contributions Traverse will make in service to our clients and in contributing to the health and wellness of the communities we work in.

With thanks and gratitude,

Stephen Gross President, board of directors

ABI in the StreetsTraditionally, our typical service model creates an insurmountable barrier for those who are homeless or precariously housed to access brain injury services.

Due to their homelessness and serious intensive illness they are not able to show up for intake appointments, are often unattached from primary care, travel from area to area, do not have stability in housing and food sourcing, may actively use drugs and be challenged by mental health instability. As a solution, we designed a non-traditional program that starts by building a trusted relationship with a worker and then moves slowly towards a more formal assessment and diagnosis. This will be accomplished by positioning brain injury specialized outreachstaffalongsidementalhealthandaddictionsoutreachstaff.Traversestaffwillbehousedinsafeinjectionsites, ride along on the safe supply vans, spend days in the shelters, walk the streets with outreach nurses, and visit the

encampments. As they connect with the clients and build a trusting relationship, they will gradually work to support the clients to access the brain injury services available, such as ABI specialized psychiatry for a review and diagnosis.

During the year, this model of service was proposed and endorsed by not only the Ministry of Health, but mental health and addictions providers and advocates. Unfortunately, due to COVID, the launch of the program was put on hold, but Traverse is poised to push forward as soon as the pandemic allows.

Resources:

• Homeless Hub - Brain Injury Study

• Global News - Half of Homeless People Have Experienced Traumatic Brain Injury

A Client’s Journey through Intensive Case Coordination

The Intensive Case Coordination program (ICC) at Traverse is comprised of an ABI intensive case coordinator and an occupational therapist (OT). Mike, a young gentleman who had experienced a traumatic brain bleed of unknown origin over the summer, was referred to the ICC. He needed to be connected with

community supports and resources during his recovery process. After a brief stay in hospital, he had been discharged and

placed on a waiting list for outpatient rehabilitation and he had moved back home with his parents for additional supports during his recovery.

The intensive case coordinator worked with Mike to determine his needs for connection to community resources. He wasofferedinformationonhowtoapplyto ODSP as he was unable to return to school or hold employment and needed an income. We gave him a list of available housing options to assist with making housing choices for the time he would be ready to move out on his own again.

The intensive case coordinator referred Mike to occupational therapy services for assistance with functional needs while he waited for further rehabilitation services. The OT assessment revealed that Mike had been a very physically active person, and he was struggling to determine the level of physical exertion that was safe during his recovery. He wasalsostrugglingwithfindingenoughmeaningful activities while home alone during the day. The OT worked with Mike

Traverse Independence was thrilled to develop one-time psychiatric assessments through the ABI Psychiatry Clinic during the year. This support is available to any client of Traverse Independence who has a diagnosis of an acquired brain injury.

Assessments are completed virtually by psychiatrist Dr. Alexandra Douglas. Dr. Douglas has many years of experience with the Homewood Health Sciences and CMHA First Psychosis Programs. She also has over 10 years of teaching experience in a variety of settings.

The virtual consultation includes a full and comprehensive psychiatric assessment with a detailed report. That report is then sent to the individual’s primary care contact and may include medication suggestions along with a bio/psycho/social assessment that includes short- and long-term recommendations.

ABI Psychiatry Clinicto develop a daily routine that balanced rest and activity to facilitate recovery, andtogivehimasufficientvarietyofactivities to prevent boredom. With the OT’s encouragement, Mike picked up a musical instrument he had been nervous to play since the injury and was successful in returning to simpler music as part of his rehabilitation. He also arranged for private physiotherapy at the encouragement of the OT to return to safe levels of physical activity. The OT’s virtual services also provided supportive counselling and education on ABI and recovery to assist Mike with adjusting to the changes he was experiencing because of his brain injury.

Mike was discharged from ICC supports once outpatient ABI services that included social work, occupational therapy, physical therapy, and speech language pathology were initiated. He remains on the waiting list for Outreach and Transitional Living services to assist with his ongoing recovery needs.

A New Home for Kenneth

Kenneth sustained an anoxic brain injury in 2018 at the age of 33, losing his ability to live independently. The availability for ABI housing is so limited that Kenneth was placed into a long-term care facility here in Kitchener. Although he was doing well,

he was surrounded by older clients and received no ABI supports. We welcomed Kenneth into our ABI Group Home on March 11th, his 36th birthday. He enjoys his independence, including assisting in meal prep and playing his guitar. He is very kind-hearted, and we are so lucky to have him as part of our program!

This picture shows Kenneth seated on the new garden bench that was donated by a local furniture company for the enjoyment of the Traverse Independence Group Home clients. The ABI Group Home is very well integrated into a lovely residential areaofKitchenerandtheclientsandstafffeel well respected by the surrounding neighbours. Most of the clients have lived in the Group Home for many years. Kenneth is the newest addition and he is alreadyfittinginperfectly.Sadly,inthepast year we have had to say goodbye to a long-time client who passed away after an illness. The Traverse board of directors is planning a memorial project to remember and pay tribute to our deceased Group Home clients.

Administrative Advances - MS 365

When, at the start of 2020, we moved our administration and record keeping from our on-site server to the MS 365 cloud, we had no idea how visionary that decision would be until COVID-19 putourofficesinlockdown,sentouradministrativestaffhomewiththeirlaptops in hand, and remote working became a long-term reality.

MS 365 has been a godsend. It has allowed us easy access to all our records and documents, to communicate with ourstaffdailytokeeptheminformedofall the new health and safety measures, to collaborate on projects, to chat, video chat or phone with each other on MS Teams, and so much more.

Sincethatfirstdaywewenthome,March 17, 2020, our way of working in the MS cloud has changed and evolvedsubstantially.Wehavefinetunedour document libraries, familiarized ourselves with new ways of remote communication, and installed some veryefficientautomatedworkflowsinvarious aspects of our organization. HR

has been the focus of many process improvements, such as in the areas of performance reviews, records of absence, and recruitment.

Another area of focus has been accounts payable. Nancy Nowakowski, Traverse accounts payable administrator, has collaborated with our IT specialists for months to establish a new way of doing things in her area of expertise. Nancy’s prime responsibility is to pay the invoices and ensure that all the related records are saved and accessible for future reference. Aside from adding all the payables into the Great Plains (GP) accounting program this mostly was a paper intensive process – until now.

Paper has all but disappeared from Nancy’soffice.Thepaperworkandmanual approval signatures have been replaced by a new system of record keeping and automated on-line approval flowinMS365.Theaccountinglibrariesthat have been set up in 365 with the necessary lists of cost centres and meta-tags are still Nancy’s responsibility to

manage, and she is still in charge of the reconciliation of invoices to receipts and assigning costs to a multitude of cost centres, but managers are responsible for uploading receipts for their own purchases and for reporting deliveries.

This new accounting process is still in its infancy, and Nancy works with IT to tweak and improve it on a weekly basis. The new system allows for better record keeping and better access to all the back-up information. It is also a perfect foundation for a successful audit. As for Nancy, she says that some processes are better, others a bit more labour intensive, but she just loves that fact thatthereisnomorepaperfilingtobedone. Except, what on earth shall we do withthathugefilingcabinetnow?

Human Resources UpdateThis has certainly been a tough year from an HR point of view. On the bright side, the challenges have led to various improvementsthatwillbenefitusforyearstocome.Onemajorchallengewasfillingin the gaps left by employee cohorting with one single employer, and those who – for a variety of other reasons relating to COVID-19 – could not come to work. Our team of scheduling specialists had theirworkcutoutforthemtofillintheempty shifts and to make sure that all sites were covered and all clients received the support they needed. Credit is due as welltothestaffwhotookonextrashiftsand worked many more hours than they normally would to cover those vacant lines.Asignificantrecruitmenteffortledto a boost in hiring numbers. In the past year, we have succeeded in bringing a total of 18 new employees on board and, in the process, we have achieved an amazing level of diversity in our

workforce,givingusmanydifferentpointsof view in caring for a diverse group of clients.

Our employees have proven to be a tremendous team during these trying times, and we are very thankful for all their dedication, hard work, and collaboration with one another to keep themselves and our clients safe and COVID-free.

Even though we could not celebrate in person, the Social Committee organized a virtual Employee Gala in the fall of 2020 and dedicated a special moment to congratulate all those employees who reached a milestone in their career with Traverse Independence.

Milestone Celebrations

30 Years of Service

Tracey Brown Brenda Schultz

20 Years of Service

Perry Curnew

10 Years of Service

Leah Swann Adriana Francu Marie Kennedy Matthew Henderson Rosalina Baluyot

5 Years of Service

Tyler Fahlenbock Daniel Holisek Amanda Watson (7) Sua Ortiz-Yang Ranjanbala Christian Andrew Ziolkowski Elena Arsenault Alexandra Beggs

When we asked our employees to describe their team over the past year, using just one word, these were the amazing superlatives they shared. Tired, for sure, after the year we have had.Buthatsofftoourstaff!They are truly spectacular, working together to achieve the best quality of services for our clients and caring for each other in the process. What a year indeed!

STATEMENT OF OPERATION 2021 2020Operations Eligible for Provincial Subsidy

Program Revenues 5,802,938 5,597,637Program Expenses 5,802,938 5,597,637Excess(Deficit) 0 0

Other Operations (including Fee for Service)Other Revenues 549,410 239,475Other Expenses 272,463 354,110Excess(Deficit) 276,947 (114,635)

Excess(Deficit)ofRevenuesoverExpensesOperating Fund 276,947 (114,635)Capital Fund (41,660) (43,038)

Excess of Revenues over Expenses (All Funds) 235,287 (157,673)

STATEMENT OF FINANCIAL POSITION 2021 2020Assets

Current Assets 479,584 300,229Property and Equipment 1,155,496 1,191,525Mortgage Receivable 185,760 181,710Total Assets 1,820,840 1,673,464

LiabilitiesCurrent Liabilities 385,032 455,195Mortgage Payable 76,500 94,248Total Liabilities 461,532 549,443

Net AssetsUnrestricted Assets 280,312 26,744Invested in Capital Assets 1,078,996 1,097,277Net Assets 1,359,308 1,124,021

Total Net Assets and Liabilities 1,820,840 1,673,464

Financial Statements

316

23

131

316

21

77

SupportiveHousing

Group Home TransitionalLiving

Day Programs

Cl ients Served by the Day

2019/2020 2020/2021

10016

21903877

5681

10587

2190

5586

1273

SupportiveHousing

Group Home TransitionalLiving

Day Programs

Service by the Day

2019/2020 2020/2021

Program Report

Traverse clients in Supportive Housing, the ABI Group Home, and ABI Transi-tionalLivingareofferedsupporton a scheduled and check-in basis throughout the day.

During COVID-19, all day programs had to remain closed to prevent further spreadofthevirus.StaffoftheABIDay Program set up a system of virtual check-ins with their Beginnings and Opportunity Centre clients to ensure their wellbeing and provide moral support during what has been a very lonely time for many. A Traverse food support program was instituted during the pandemic to provide much needed food hampers to Day Program clients in need.

12937

17443

Outreach

Outreach Service Hours

2019/2020 2020/2021

129

102

Outreach

Outreach Cl ients

2019/2020 2020/2021

Program Report

Traverse clients who live in the community receive weekly Outreach services from our community facilitators. Over the past year, most of these interactions between Outreach clients and their workers have been on a virtual basis, and there has been many a socially distanced “porch” visit when allowed by the Ontario guidelines,inanefforttokeepourclients connected during the pandemic and to support their progress on their journey to independence after brain injury.Efficienciesachievedthroughthevirtual program allowed for many more interactions with clients on a weekly basis. While fewer clients were served, they required more support due to the pandemic.

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